NURS 6053 Discussion leadership theories and behaviors

Walden University NURS 6053 Discussion leadership theories and behaviors– Step-By-Step Guide

This guide will demonstrate how to complete the Walden University NURS 6053 Discussion leadership theories and behaviors assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for NURS 6053 Discussion leadership theories and behaviors

Whether one passes or fails an academic assignment such as the Walden University NURS 6053 Discussion leadership theories and behaviors depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for NURS 6053 Discussion leadership theories and behaviors

The introduction for the Walden University NURS 6053 Discussion leadership theories and behaviors is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for NURS 6053 Discussion leadership theories and behaviors

After the introduction, move into the main part of the NURS 6053 Discussion leadership theories and behaviors assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for NURS 6053 Discussion leadership theories and behaviors

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for NURS 6053 Discussion leadership theories and behaviors

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for NURS 6053 Discussion leadership theories and behaviors

According to Karen Tomajan, an advocate is one that pleads, defends, or supports a cause or interest of another (2012). Nurses are trained to advocate for their patients, but we must advocate for each other and ourselves as leaders. Collaboration, negotiation, and compromise can help a nurse leader promote change on behalf of staff members. Communication has been seen to be a critical factor in good leadership. This also applies to nurse leaders advocating for their employees and communicating with employees/colleges seeking input, following up, being aware, and providing open communication. Creating a reasonable, safe, and tolerable working condition can increase engagement, reduce stress and anxiety, and promote higher employee satisfaction, leading to better employee satisfaction. Research studies have shown this to improve patient outcomes. Using data from the American Nurses Association’s National Database of Nursing Quality Indicators, researchers discovered that a 25 percent increase in nurse job enjoyment over two years was linked with the overall quality of care increase between 5 and 20 percent (Walker, 2018). Case studies have linked on different occasions that there is a correlation between employee satisfaction and patient care.

Thank you for sharing your experience as a leader. It is quite inspiring to read. The focus of any organizational change that needs to take place revolves around employee behavior and emotions. Due to this, the best type of leadership style to use is transformational. It is a style that brings about positivity and motivation to the employees. The transformational leader uses optimism, charm, intelligence, and other qualities to transform individuals and organizations. There are qualities or skills that a transformational individual can see in peers, superiors, and colleagues as a result of their emotional intelligence. Another quality of a transformational leader is that they use different mechanisms to enhance motivation, morale, and performance(Marquis & Hudson, 2011)
All these qualities are the specific qualities required to change the company’s environment from a hostile one to a positive one.
While transformational leadership is excellent for developing organizational strategy and encouraging change, it can occasionally lack attention to detail because these leaders are less focused on day-to-day operations and procedures. Nevertheless, they are the right kind of leaders one can depend on as knowing how to maintain a lot of enthusiasm and passion for a very long time.
Organizational leaders should learn from the year 2020 that change is happening more quickly than ever and that effective procedures and established goals can be completely changed at any time. Likewise, culture can shift, and the key to sustaining the organization will be to create a welcoming environment for change and new ideas. Yet, at the same time, they are making an uplifting and positive place of service for all involved.

References:

Marquis, B. L., & Huston, C. J. (2011). Leadership roles and management functions in nursing: Theory and application (marquis, leadership roles and management functions in nursing)(7th ed.). Lippincott Williams & Wilkins.

A walk through the Business section of any bookstore or a quick Internet search on the topic will reveal a seemingly endless supply of writings on leadership. Formal research literature is also teeming with volumes on the subject.

However, your own observation and experiences may suggest these theories are not always so easily found in practice. Not that the potential isn’t there; current evidence suggests that leadership factors such as emotional intelligence and transformational leadership behaviors, for example, can be highly effective for leading nurses and organizations.

Yet, how well are these theories put to practice? In this Discussion, you will examine formal leadership theories. You will compare these theories to behaviors you have observed firsthand and discuss their effectiveness in impacting your organization.

To Prepare:

Review the Resources and examine the leadership theories and behaviors introduced.
Identify two to three scholarly resources, in addition to this Module’s readings, that evaluate the impact of leadership behaviors in creating healthy work environments.
Reflect on the leadership behaviors presented in the three resources that you selected for review.

By Day 3 of Week 4

Post two key insights you had from the scholarly resources you selected. Describe a leader whom you have seen use such behaviors

and skills, or a situation where you have seen these behaviors and skills used in practice. Be specific and provide examples. Then, explain to what extent these skills were effective and how their practice impacted the workplace.

By Day 6 of Week 4

Respond to at least two of your colleagues on two different days by explaining how the leadership skills they described may impact your organization or your personal leadership, or by identifying challenges you see in applying the skills described.

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Sample Answer 2 for NURS 6053 Discussion leadership theories and behaviors

Formal leadership theories focus on the principles of good management and the official aspects of the organization (Doherty & Hunter Revell, 2020). Formal leadership styles have strong similarities with the initiating structure. Xu (2017) discussed leadership theories in clinical practice as transformational, participative, transactional, situational, and autocratic. According to Xu (2017), transformational leaders motivate others with their vision and cooperate with the team towards shared values. Participative leadership is an administrative style that invites contributions from employees to organizational decisions (Xu, 2017).

A leadership theory that I have identified recently in practice is the transformational style used by a nurse leader in the hospital where I worked earlier. The nurse leader used to: Idealize influence to build confidence, practice inspirational motivation to articulate a clear vision for the organization, encourage people within the facility to question and challenge assumptions, to look at old problems in new ways, and gave individualized consideration to each follower. The nurse leader was always open to criticism or ideas that would enhance the quality of working conditions. For example, the nurse leader once accepted ideas to reduce the working hours and proposed to the management to employ more nurses. One of the vital behaviors I have identified is that leaders’ influence and motivation have an impact on commitment to work and job satisfaction among nurses (Choi et al., 2016). Another peculiarity is that openness to new ideas improves the quality of nurses’ working lives (Ferreira et al., 2018). The openness and transformational leadership qualities were essential since it helped improve the quality of nurses’ working lives (Giddens, 2018). All the nurses are happy due to the traits of the nurse leader and thus remained committed to their job, and they were always satisfied.

References

Choi, S. L., Goh, C. F., Adam, M. B. H., & Tan, O. K. (2016). Transformational leadership, empowerment, and job satisfaction: the mediating role of employee empowerment. Human resources for health, 14(1), 73. https://doi.org/10.1186/s12960-016-0171-2

Doherty, D. P., & Hunter Revell, S. M. (2020, March). Developing nurse leaders: Toward a theory of authentic leadership empowerment. In Nursing Forum. https://doi.org/10.1111/nuf.12446

Ferreira, V. B., Amestoy, S. C., Silva, G. T. R., Felzemburgh, R. D. M., Santana, N., & Trindade, L. D. L. (2018). Transformational leadership in nurses’ practice in a university hospital. Acta Paul. Enferm.[Internet], 31(6), 644-50.

Giddens, J. (2018). Transformational leadership: What every nursing dean should know. Journal of Professional Nursing, 34(2), 117-121.

Xu, J. H. (2017). Leadership theory in clinical practice. Chinese Nursing Research, 4(4), 155-157. https://doi.org/10.1016/j.cnre.2017.10.001

Sample Answer 3 for NURS 6053 Discussion leadership theories and behaviors

Leadership skills begin with understanding one’s self. Leadership leaders “demonstrate self-confidence and are able to trust and empower others” (Sherman & Pross, 2010). Their communication and actions impact others and creates a healthy working environment. The art of leadership within healthcare organizations involve managing relationships with patients, coworkers, nurses and influencing their behaviors.

An example of a good leader was my previous manager who I had the pleasure to work with for four consecutive years. I witnessed a strong leadership characteristics such as setting certain directions, strategies, having a vision for the unit, and her ability to connect with her coworkers/nurses on both personal and professional level. She was considered an informal leader; as described in the Laureate Education (2014) “displayed charisma and willingness to help others be successful because of the vision they see for their unit which can be perceived as a leader with personal power”. A good example of leadership, when my manager implemented pressure ulcer prevention strategies on the unit. She created a daily list of patients who required frequent turning every 2 hours and set up a worksheet with times with nurses names to turn patients at the assigned times. Options were offered for nurses on a preferred time depending on their patients’ workload.

Overall, this particular practice helped recognize team members’ strengths to help create a positive workplace environment and ensure tasks get completed. Also, made quality of care to be a vital element for achieving high productivity levels within healthcare organizations (Sfantou et al., 2017). In the process of conducting skills; leaders are establishing the methods of collaboration, innovation, and communication. These methods will help set the healthcare organization for success. In conclusion, it is important for leaders to ensure they develop the skills and competencies needed to be successful. The development of healthy work places are responsive to the changing healthcare environment.

References

Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Sherman, R., & Pross, E. (2010). Growing Future Nurse Leaders to Build and Sustain Healthy Work Environments at the Unit Level. OJIN: Online Journal of Issues in Nursing, 15(1), Manuscript 1. Doi: 10.3912/OJIN.Vol15No01Man01. Retrieved from http://ojin.nursingworld.org/MainMenuCategories/ANAMarketplace/ANAPeriodicals/OJIN/TableofContents/Vol152010/No1Jan2010/Growing-Nurse-Leaders.aspx

Sfantou, D.F., Laliotis, A., Patelarou, A.E., Sifaki-Pistolla, D., Matalliotakis, M., & Patelarou, E. (2017). Importance of Leadership Style towards Quality of Care Measures in Healthcare Settings: A Systematic Review. Healthcare, 5(4), 17. DOI:10.3390/healthcare5040073

Sample Answer 4 for NURS 6053 Discussion leadership theories and behaviors

The first article I found was about a nursing leadership style called Human-Centered Leadership. It focused on forming a leadership style based on the patient markers and satisfaction. This allows for continuous ways to always encourage and direct staff members in reaching goals. CMS sets standards that hospitals have to follow and with this method it gives an end goal for leadership to shoot for. The downside of this style is it does not focus on the emotional and financial side of leadership directly (Leclerc, L, 2021). A leader should have a combination of styles to reach all of their staff/job community. When watching the Laureate Education video on leadership, the quote by the end speaker really stuck with me, “I’m convinced it’s about communication, it’s about respect, it’s about integrity, it’s about actually getting people to follow you to a place they usually wouldn’t ordinarily go. That’s leadership.” (Laureate Education – Leadership, 2014)

In the book Quality Care in Nursing: Applying Theory to Clinical Practice, Education, and Leadership, Dr. Duffy outlines the growing of nurse leaders and what it takes to encompass the duties of a leader. In the section Nursing as Performance, Dr. Duffy talks about the growth of nursing students when she was a dean of nursing. She spoke on how it was important to build relationships and invest in the growth of the nursing students. This can translate directly over to clinical practice in a hospital. If a manager interests in their staff and wellbeing, generally we should see higher performance and better outcomes. (Dr. Joanne R. Duffy, 2009)

Being a leader is more than telling people they are rig hot wrong. Its more than being a dictator where it’s your way or the highway. Leading is inclusive and informative. It brings a cohort together towards a common cause. I have personally seen managers who aren’t respected by their employees due to their dictator leadership style and employees who go above and beyond to work for their managers because they felt cared for and listened to. At this time, I tend to lead towards a style they go by example. One that allows me to interreact with my coworkers and show them that I am willing to try new things and process. One that highlights my drive to learn, listen, and change when needed. As we go forward I hope to go my knowledge of leadership and can apply it to my clinical setting.

Dr. Joanne R. Duffy, P. R. F. (2009). Quality Caring in Nursing : Applying Theory to Clinical Practice, Education, and Leadership. Springer Publishing Company.

Laureate Education (Producer). (2014). Leadership [Video file]. Baltimore, MD: Author.

Leclerc, L, Kennedy, K, Campis, S. Human-centred leadership in health care: A contemporary nursing leadership theory generated via constructivist grounded theory. J Nurs Manag. 2021; 29: 294– 306. https://doi-org.ezp.waldenulibrary.org/10.1111/jonm.13154

Sample Answer 5 for NURS 6053 Discussion leadership theories and behaviors

We share two common traits, achiever and Learner. Being achievers and learners, we have that internal drive that pushes us to do more to achieve more, forcing us to the next accomplishment. As an achiever, one must learn to live with the whisper of discontent. Though it has benefits, it also brings in the energy needed to work long hours without burning out, a jolt to get started on new tasks and challenges, setting the pace, and defining productivity levels (Rath 2021). Having the trait of connectedness together with the achiever is reassuring as a leader and an advanced practice nurse; being that link connecting with colleagues, consistently evaluating their strengths and values, mentoring and supporting their professional growth can bring out positive results in achieving goals (Tran et al., 2019). As future leaders, it is vital to have these traits to influence others as an employer or a team leader.

References

Tran, A. N., Nevidjon, B., Derouin, A., Weaver, S., & Bzdak, M. (2019). Reshaping Nursing Workforce Development by Strengthening the Leadership Skills of Advanced Practice Nurses. Journal for Nurses in Professional Development, 35(3), 152–159. https://doi.org/10.1097/NND.0000000000000534Links to an external site.

Sample Answer 6 for NURS 6053 Discussion leadership theories and behaviors

Learner

The subject matter that interests me most will be determined by my other themes and experiences, but whatever the subject, I will always be drawn to the process of learning. The process, more than the content or the result, is especially exciting for me. I am energized by the steady and deliberate journey from ignorance to competence. The thrill of the first few facts, the early efforts to recite or practice what I have learned, the growing confidence of a skill mastered—this is the process that entices me.

Communication

I like to explain, describe, host, speak in public, and write. This is my communication theme at work. Ideas are a dry beginning. Events are static. I feel a need to bring them to life, energize them, to make them exciting and vivid. And so, I turn events into stories and practice telling them. I take the dry idea and enliven it with images and examples and metaphors. I believe that most people have a very short attention span. They are bombarded by information, but very little of it survives. I want my information—whether an idea, an event, a product’s features and benefits, a discovery, or a lesson—to survive. Simple opportunities for improvement present themselves if we just maintain an open mind (Paige, 2016).

Includer

This is the philosophy around which I orient my life. I want to include people and make them feel part of the group. In direct contrast to those who are drawn only to exclusive groups, I actively avoid those groups that exclude others. I want to expand the group so that as many people as possible can benefit from its support. I hate the sight of someone on the outside looking in. I want to draw them in so that they can feel the warmth of the group. I am an instinctively accepting person. Regardless of race or sex or nationality or personality or faith, I cast few judgments. Judgments can hurt a person’s feelings. Accepting nature does not necessarily rest on a belief that each of us is different and that one should respect these differences. Rather, it rests on your conviction that fundamentally we are all the same. We are all equally important. Thus, no one should be ignored

Positivity

I am generous with praise, quick to smile, and always on the lookout for the positive in the situation. Some call me lighthearted. Others just wish that their glass were as full as mine, seems to be. But either way, people want to be around me. Their world looks better around me because my enthusiasm is contagious. Lacking my energy and optimism, some find their world drab with repetition or, worse, heavy with pressure. I seem to find a way to lighten their spirit. I inject drama into every project. I celebrate every achievement. Somehow I can’t quite escape your conviction that it is good to be alive, that work can be fun, and that no matter what the setbacks, one must never lose one’s sense of humor.

Achiever

My Achiever theme helps explain my drive. Achiever describes a constant need for achievement. I feel as if every day starts at zero. By the end of the day, I must achieve something tangible to feel good about myself. And by “every day” I mean every single day—workdays, weekends, vacations. No matter how much I may feel I deserve a day of rest, if the day passes without some form of achievement, no matter how small, I will feel dissatisfied. I have an internal fire burning inside me. It pushes me to do more, to achieve more. After each accomplishment is reached, the fire dwindles for a moment, but very soon it rekindles itself, forcing me toward the next accomplishment. My relentless need for achievement might not be logical. It might not even be focused. But it will always be with me.

Briefly describe two core values:

I am an altruistic person. As Swank, J. M., Ohrt, J. H., & Robinson wrote in a study posted in the National Library of Medicine, Altruism entails supporting patients’ and nurses’ concerns for their patient’s well-being within the scope of their professional responsibilities. In truth, altruism is defined as the act of caring for others without expecting anything in return. Altruistic action is driven by care for others or by internalized ideals, aspirations, and self-benefits rather than by a desire for tangible or social rewards or to avoid punishment. (Swank, J. M., Ohrt, J. H., & Robinson, 2013). Humanistic care and altruism are connected to empathy in that, after understanding another person’s circumstances, one is more likely to engage in an act of kindness and experience enjoyment as a consequence. Empathy is a prerequisite for charity. In other words, before engaging in a beneficial activity, one must be able to empathize with another.

Briefly describe two strengths in nursing leadership

Compassion and empathy. These skills may be used by nurse leaders not just while dealing with patients, but also when working with and training other nurses. Compassion and empathy enhance training and team communication while also assisting nurse leaders in understanding and reducing nursing job pressures. Also, the capacity to motivate, inspire, and engage nursing staff are leadership strengths in nursing which will drive health care personnel to collaborate in order to maximize their potential and achieve organizational goals. Nurses with high self-efficacy are more engaged in interprofessional collaboration (Costanzo et al., 2019).

For me, the two strengths I’d like to improve myself are patience and resistance to stress. Patience is essential when defining what true leadership skills are all about. If our direct reports show signs of strain or uncertainty, we need to be able to support them, not get irritated. If we think about what patience is, it’s having the ability to stay calm in the face of disappointment, adversity, or distress. Nurses who have a high sense of self-efficacy and patience are more likely to engage in interprofessional teamwork (Costanzo et al., 2019). As Maslach in one of the studies posted in the National Library of Medicine, stress creates Burnout over time, which is described as a psychological response to prolonged pressures by three independent but linked dimensions: emotional weariness, cynicism or depersonalization, and a perceived lack of personal success. (Maslach, C., Schaufeli, W. B., & Leiter, M. P, 2001). Being your best self means playing to your strengths at work and everywhere else (Gallup, 2019)

Reference:

Costanzo, A. J., Gormley, D. K., Hill-Clark, J., Israel, J., Goetz, J., Staubach, K., … Little, M (2019). Leadership Development and Interprofessional Nurse-Led Bedside Rounding

Improves Nurse Leadership Self-Efficacy. Nurse Leader, 17(3), 257–262. https://doiorg.ezp.waldenulibrary.org/10.1016/j.mnl.2018.10.0

Gallup. 2019. Strengths finder. Retrieved from: https://walden.gallup.com/application/strengthsquest#home

Paige, A. (2016, October 26). How to Be Open-Minded in the Work Place. Retrieved from: https://smallbusiness.chron.com/openminded-work-place-10166.html

Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397–422. https://doi.org/10.1146/annurev.psych.52.1.397

Swank, J. M., Ohrt, J. H., & Robinson, E. H. M. (2013, March 31). A qualitative exploration of counseling students’ perception of altruism. Journal of Humanistic Counseling.

Retrieved September 26, 2022, from https://eric.ed.gov/?id=EJ1003888

NURS 6053 Discussion leadership theories and behaviors